Aplicación de la Gestión de Calidad Total en el gobierno local y su repercusión en la Dirección Estratégica urbanael caso de San Sebastián

  1. Amaia Bañales-Mallo 1
  2. María Leticia Santos-Vijande 2
  3. Mª Soledad Aguirre García 1
  1. 1 Universidad del País Vasco/Euskal Herriko Unibertsitatea
    info

    Universidad del País Vasco/Euskal Herriko Unibertsitatea

    Lejona, España

    ROR https://ror.org/000xsnr85

  2. 2 Universidad de Oviedo
    info

    Universidad de Oviedo

    Oviedo, España

    ROR https://ror.org/006gksa02

Journal:
Revista de estudios regionales

ISSN: 0213-7585

Year of publication: 2018

Issue: 112

Pages: 67-103

Type: Article

More publications in: Revista de estudios regionales

Abstract

Cities are social and economic drivers of the regions in which they are located. They are also dynamic and complex realities facing the need to successfully address and manage the main challenges that condition their competitiveness. Therefore, cities need to adopt a long-term management perspective and establish the premises on which to base their future. They must seize the opportunities and neutralize the threats to be found locally. In this regard, they have to use their resources to develop a value offer that is attractive in the long term and which provides their target audiences with added benefits over other cities.

Funding information

Funders

Bibliographic References

  • ABRUNHOSA, A y SÁ, P.M. (2008): “Are TQM principles supporting innovation in the Portuguese footwear industry?”, Technovation, 28, 208-221.
  • AEVAL (2013): El marco común de evaluación. Mejora de las organizaciones públicas por medio de la autoevaluación. CAF 2013, Madrid, Ministerio de Hacienda y Administraciones Públicas.
  • AHIRE, S.L., GOLHAR, D.Y. y WALLER, M.A. (1996): “Development and validation of TQM implementation constructs”, Decision Sciences, 27(1), 23-56.
  • ALAJOUTSIJÄRVI, K., KLINT, M. y TIKANNEN, H. (2001): “Customer relationships strategies and the smoothing of industry-specific business cycles: the case of the global fine paper industry”, Industrial Marketing Management, 30, 487-497.
  • AL-TABBAA, O. GADD, K. y ANKRAH, S. (2013): “Excellence models in the non-profit context: strategies for continuous improvement”, International Journal of Quality and Reliability Management, 30(5), 590-612.
  • ANDERSEN, T.J. (2000): “Strategic planning, autonomous actions and corporate performance”, Long range planning, 33(2), 184-200.
  • ANDRADE, J., MENDES, L. y LOURENÇO, L. (2017): “Perceived psychological empowerment and total quality management-based quality management systems: an exploratory research”, Total Quality Management and Business Excellence, 28(1), 76-87.
  • ASIF, M., DE BRUIJN, E.J., DOUGLAS, A. y FISSCHER, O.A.M. (2009): “Why quality management programs fail. A strategic and operations management perspective”, International Journal of Quality and Reliability Management, 26(8), 778-794.
  • AYUNTAMIENTO DE DONOSTIA-SAN SEBASTIÁN (2003): Plan estratégico Donostia-San Sebastián 2003-2010, San Sebastián, Ayuntamiento de Donostia-San Sebastián.
  • AYUNTAMIENTO DE DONOSTIA-SAN SEBASTIÁN (2011): Plan estratégico Donostia-San Sebastián 2011-2020, San Sebastián, Ayuntamiento de Donostia-San Sebastián.
  • BACALA, M. y BIBU, N. (2013): “Considerations regarding the application of management tools in public institutions – CAF (Common Assessment Framework) in a Romanian Regional Context”, Review of International Comparative Management, 14(5), 746-754.
  • BADRI, A.M., DAVIS, D. y DAVIS, D. (1995): “A study of measuring the critical factors of quality management”, The International Journal of Quality and Reliability Management, 12(2), 36-53.
  • BALBASTRE-BENAVENT, F. y CANET-GINER, M.T. (2011a): “The strategy formation process in the EFQM Excellence Model: a critical review and new perspectives”, Total Quality Management and Business Excellence, 22(7), 727-742.
  • BALBASTRE-BENAVENT, F. y CANET-GINER, M.T. (2011b): “La relevancia estratégica del modelo EFQM de excelencia. Una reflexión estratégica”. En BOULARD, M.M. (Coord): La dirección de empresas ante los retos del siglo XXI: Homenaje al profesor Juan José Renau Piqueras, Universitat de València, 327-338.
  • BELLAH, J., ZELBST, P.J. y GREEN Jr., K.W. (2013): “Unique TQM practices and logistics performance”, International Journal of Productivity and Quality Management, 12(1), 61-76.
  • BHUIYAN, N. y BAGHEL, A. (2005): “An overview of continuous improvement: from the past to the present”, Management Decision, 43(5), 761-771
  • BLANCO-DOPICO, M.I., AIBAR-GUZMÁN, B. y AIBAR-GUZMÁN, C. (2007): “El papel de los indicadores de gestión en la implantación y evaluación de la filosofía de calidad en la administración local: estudio de un caso”, Revista de Estudios Politécnicos, V (8), 139-159.
  • BOU-LLUSAR, J.C., ESCRIG-TENA, A.B., ROCA-PUIG, V. y BELTRÁN-MARTÍN, I. (2009): “An empirical assessment of the EFQM Excellence model: Evaluation as a TQM framework relative to the MBNQA model”, Journal of Operations Management, 27 (1), 1-22.
  • BOVAIRD, T. y LÖFFLER, E. (2009): “¿Más calidad a través de premios competitivos a la calidad? Un marco de evaluación del impacto”, Revista Internacional de Ciencias Administrativas, 75(3), 11-33.
  • BOYNE, G.A. y WALKER, R.M. (2010): “Strategic management and public service performance: the way ahead”, Public Administration Review, 70 (1), pp.185-192.
  • BOYNE, G.A., GOULD-WILLIAMS, J.S., LAW, J. y WALKER, R.M. (2002): “Core articles: Best value-total quality management for local government?”, Public Money and Management, 22(3), 9-16.
  • BRYSON, J.M, BERRY, F.S. y YANG, K. (2010): “The state of public strategic management research: A selective literature review and set of future directions”, The American Review of Public Administration, 40 (5), 495–521.
  • CALVO-MORA, A., LEAL, A. y ROLDÁN, J.L. (2005): “Relationships between the EFQM model criteria: a study in Spanish universities”, Total Quality Management and Business Excellence, 16(6), 741-770.
  • CALVO-MORA, A., NAVARRO-GARCÍA, A. y PERIAÑEZ-CRISTOBAL, R. (2015): “Project to improve knowledge management and key business results through the EFQM excellence model”, International Journal of Project Management, 33, 1638-1651.
  • CALVO-MORA, A., RUIZ-MORENO, C., PICÓN-BERJOYO, A. y CAUZO-BOTTALA, L. (2014): “Mediation effect of TQM technical factors in excellence”, Journal of Business Research, 67, 769-774.
  • CHANG, C.C., CHIU, C.M. y CHEN, C.A. (2010): “The effect of TQM practices on employee satisfaction and loyalty in government”, Total Quality Management and Business Excellence, 21(12), 1299-1314.
  • CARAYON, P., SAINFORT, F. y SMITH, M.J. (1999): “Macroergonomics and total quality management: How to improve quality of working life?”, International Journal of Occupational Safety and Ergonomics, 5(2), 303-334.
  • CORREDOR, P. y GOÑI, S. (2010): “Quality awards and performance: is there a relationship?”, The TQM Journal, 22(5), 529-538.
  • CRUZ, S., ÚBEDA, J.E. y LLIMIÑANA, J. (2007): “Principales motivos que conducen a la implantación de un sistema de gestión de la calidad y principios que subyacen”, Decisiones basadas en el conocimiento y en el papel social de la empresa: XX Congreso Anual de AEDEM, 1, 575-584.
  • DEAN, J.W. y BOWEN, D.E. (1994): “Management theory and total quality: improving research and practice through theory development”, Academy of Management Review, 19(3), 392-418.
  • DEWHURST, F., MARTÍNEZ-LORENTE, A.R. y DALE, B.G. (1999): “TQM in public organisations: an examination of the issues”, Managing Service Quality: An International Journal, 9(4), pp.265-274.
  • EFQM (2010): EFQM Excellence Model 2010, Brussels, EFQM.
  • EFQM (2012): An overview of the EFQM Excellence Model, Bruselas, EFQM.
  • ESCRIG-TENA, A.B. (2004): “TQM as a competitive factor: A theoretical and empirical analysis”, International Journal of Quality and Reliability Management, 21(6), 612-637.
  • ESKILDSEN, J.K., KRISTENSEN, K. y JUHL, H.J. (2004): “Private versus public sector excellence”, The TQM Magazine, 16(1), 50-56.
  • EXCELTUR (2013): UrbanTUR 2012. Monitor de competitividad turística de los destinos urbanos españoles, Madrid, Exceltur.
  • FOMENTO SAN SEBASTIÁN (2013): Barómetro de la economía de la ciudad en 2012, observatorio urbano, San Sebastián, Ayuntamiento de Donostia-San Sebastián.
  • FREDRIKSSON, M. y ISAKSSON, R. (2016): “Making sense of quality philosophies”, Total Quality Management and Business Excellence, 1-14.
  • FRYER, K.J., ANTONY, J. y DOUGLAS, A. (2007): “Critical success factors of continuous improvement in the public sector. A literature review and some key findings”, The TQM Magazine, 19(5), 497-517.
  • FUENTES, M.M., LLORÉNS, F.J. y MOLINA, L.M. (2006): “Total quality management, strategic orientation and organizational performance: the case of Spanish companies”, Total Quality Management and Business Excellence, 17(3), 303-323.
  • FUENTES-FUENTES, M.M., ALBACETE-SÁEZ, C.A., y LLORÉNS-MONTES, F.J. (2004): “The impact of environmental characteristics on TQM principles and organizational performance”, Omega, 32(6), 425-442.
  • GOBIERNO VASCO (2010): Plan de marketing turístico de Euskadi 2010-2013, Vitoria-Gasteiz, Gobierno Vasco.
  • GOBIERNO VASCO (2013): Meeting planner’s guide, Vitoria-Gasteiz, Gobierno Vasco.
  • GÓMEZ GÓMEZ, J., MARTÍNEZ COSTA, M. y MARTÍNEZ LORENTE, A.R. (2011): “A critical evaluation of the EFQM model”, International Journal of Quality and Reliability Management, 28(5), 484-502
  • GÓMEZ GÓMEZ, J., MARTÍNEZ COSTA, M. y MARTÍNEZ LORENTE, A.R. (2015): “An in-depth review of the internal relationships of the EFQM model”, The TQM Journal, 27(5), 486-502.
  • GÓMEZ GÓMEZ, J., MARTÍNEZ COSTA, M. y MARTÍNEZ LORENTE, A.R. (2017): “EFQM Excellence Model and TQM: an empirical comparison”, Total Quality Management and Business Excellence, 28(1-2), 88-103.
  • GUERRERO, M. (2011): La gestión de la calidad total en los ayuntamientos españoles: modelos y experiencias, Madrid, Instituto Nacional de Administración Pública.
  • HARTLEY, J. y DOWNE, J. (2007): “The shining lights? Public service awards as an approach to service improvement”, Public Administration, 85(2), 329-353.
  • HAZLETT, S.A. y HILL, F. (2000): “Policy and practice: An investigation of organizational change for service quality in the public sector in Northern Ireland”, Total Quality Management, 11(4-6), 515-520. INE – INSTITUTO NACIONAL DE ESTADÍSTICA (2015): INEbase. Encuesta de ocupación hotelera 2009, 2010, 2011, 2012, 2013 y 2014 (consulta: 10 diciembre 2015). Disponible en http://www.ine.es/inebmenu/ mnu_hosteleria.htm
  • JACOBS, B. y SUCKLING, S. (2007): “Assessing customer focus using the EFQM Excellence Model: a local government case”, The TQM Magazine, 19(1), 368-378.
  • JOHNSEN, A. (2016): “Strategic planning and management in local government in Norway: Status after three decades”, Scandinavian Political Studies, 39(4), 333-365.
  • KARYOTAKIS, K.M. y MOUSTAKIS, V.S. (2014): “Reinvention of the public sector: Total quality management and change management”, Singidunum Journal of Applied Sciences, 11(2), 30-44.
  • KIM, K., UYSAL, M. y SIRGY, M.J. (2013): “How does tourism in a community impact the quality of life of community residents?”, Tourism Management, 36, 527-540
  • KUTLU, A.C. y KADAIFCI, C. (2014): “Analyzing critical success factors of total quality management by using fuzzy cognitive mapping”, Journal of Enterprise Information Management, 27(5), 561-575.
  • LARSEN, H.G. (2015): “A hypothesis of the dimensional organization of the city construct. A starting point for city brand positioning”, Journal of Destination Marketing and Management, 4, 13-23.
  • LEONARD, D. y McADAM, R. (2001): “The relationship between total quality management (TQM) and corporate strategy: the strategic impact of TQM”, Strategic Change, 10, 439-448.
  • LEONARD, D. y McADAM, R. (2002): “The strategic impact and application of the business excellence model: Implications for quality training and development”, Journal of European Industrial Training, 26(1), 4-13.
  • MARTÍNEZ, A.R., DEWHURST, F.W. y GALLEGO, A. (2000): “Relating TQM, marketing and Business performance: an exploratory study”, International Journal of Production Research, 38(14), 3227-3246.
  • MAXWELL, J.A. (1998): “Designing a qualitative study”. En BICKMAN, L. y ROG, D.J. (coord): Handbook of applied social research methods, California, Sage Publications, 69-100.
  • MELE, C. y COLURCIO, M. (2006): “The evolving path of TQM: towards business excellence and stakeholder value”, International Journal of Quality and Reliability Management, 23(5), 464-489.
  • MILES, M.B. y HUBERMAN, A.M. (1994): Qualitative data analysis: an expanded sourcebook, 2ª ed., California, Sage Publications.
  • MOLINA-AZORÍN, J.F., TARÍ, J.J., CLAVER-CORTES, E. y LÓPEZ-GAMERO, M.D. (2009): “Quality management, environmental management and firm performance: A review of empirical studies and issues of integration”, International Journal of Management Review, 11(2), 197-222.
  • MORROW, P.C., MCELROY, J.C., y SCHEIBE, K.P. (2011): “Work unit incivility, job satisfaction, and total quality management among transportation employees”, Transportation research part E: logistics and transportation review, 47(6), 1210-1220.
  • MUÑOZ, A. (1999): La gestión de la calidad total en la administración pública, Madrid, Díaz de Santos.
  • NAVARRO, C.J. y HUETE, M.A. (2010): “El análisis de la lógica del desarrollo territorial a través de sus procesos de planificación estratégica. Propuesta metodológica y aplicación en Andalucía”, Revista de Estudios Regionales, 89, 15-42.
  • NEIROTTI, P., DE MARCO, A., CAGLIANO, A.C., MANGANO, G. y SCORRANO, F. (2014): “Current trends in Smart City initiatives: Some stylized facts”, Cities, 38, 25-36.
  • OAKLAND, J. (2011): “Leadership and policy deployment: The backbone of TQM”, Total Quality Management and Business Excellence, 22(5), 517-534.
  • OH, S. (2015): “How learning atmosphere is connected to quality practices: A case study of a Korean service firm”, Procedia-Social and Behavioral Sciences, 177, 83-87.
  • PATTON, M.Q. (1990): Qualitative evaluation and research method, 2ª ed., California, Sage Publications.
  • PIMENTEL, L. y MAJOR, M. (2016): “Key success factors for quality management implementation: evidence from the public sector”, Total Quality Management and Business Excellence, 27(9-10), 997-1012.
  • POISTER, T.H., PITTS, D.W. y HAMILTON EDWARDS, L. (2010): “Strategic management research in the public sector: A Review, Synthesis, and Future Directions”, The American Review of Public Administration, 40(5), 522-545.
  • PRADEL MIQUEL, M. (2015): “Policentrismo y gobernanza metropolitana: Los casos de la Región Metropolitana de Barcelona y la conurbación de West Midlands”, Revista de Estudios Regionales, 104, 151-179.
  • PSOMAS, E., VOUZAS, F., BOURANTA, N. y TASIOU, M. (2017): “Effects of total quality management in local authorities”, International Journal of Quality and Service Sciences, 9(1), 41-66.
  • REIG MARTÍNEZ, E. (2016): “Ciudades y calidad de vida en el Área Metropolitana de Valencia”, Revista de Estudios Regionales, 106, 79-104.
  • REVUELTO, L.R., BALBASTRE, F.B. y REDONDO, A.R. (2012): “Principios cooperativos y aplicación del modelo EFQM: efectos en el proceso estratégico de la cooperativa de enseñanza”La Nostra Escola Comarcal””, CIRIEC-España, 76, 229-259.
  • RIVERA, M., CROES, R. y LEE, S.H. (2016): “Tourism development and happiness: A residents’ perspective”, Journal of Destination Marketing and Management, 5(1), 5-15
  • ROBERTSON, R. y BALL, R. (2002): “Innovation and improvement in the delivery of public services: The use of quality management within local government in Canada”, Public Organization Review: A Global Journal, 2, 387-405.
  • RUIZ, J. (Coord.) (2009): Guía de evaluación Modelo EVAM. Modelo de evaluación aprendizaje y mejora, Madrid, AEVAL.
  • RUIZ, U., ACEDO, K., BUENAVENTURA, R., COLL, J., CORONADO, S., RIVERO, A. y ROCILLO, S. (1992): “Implementing total quality management in the Spanish health care system”, International Journal for Quality in Health Care, 4(1), 43-59.
  • SAN MIGUEL, E., HERAS-SAIZARBITORIA, I. y TARÍ, J.J. (2016): “TQM and market orientation in care home services”, International Journal of Quality and Reliability Management, 33(8), 1076-1098.
  • SAN SEBASTIÁN TURISMO-DONOSTIA TURISMOA (2008): Plan director del turismo de Donostia-San Sebastián 2008-2011, San Sebastián, San Sebastián Turismo-Donostia Turismoa.
  • SAN SEBASTIÁN TURISMO-DONOSTIA TURISMOA (2012): Plan director del turismo de Donostia-San Sebastián 2012-2016, San Sebastián, San Sebastián Turismo-Donostia Turismoa.
  • SAN SEBASTIÁN TURISMO-DONOSTIA TURISMOA (2013): Modelo organizacional de San Sebastián Turismo- Donostia Turismoa, San Sebastián, San Sebastián Turismo-Donostia Turismoa.
  • SANTOS, M.L. y ÁLVAREZ, L.I. (2009): “TQM’s contribution to marketing implementation and firm’s competitiveness”, Total Quality Management and Business Excellence, 20(2), 171-196.
  • SARAPH, J.V., BENSON, P.G. y SCHROEDER, R.G. (1989): “An instrument for measuring the critical factors of quality management”, Decision Sciences, 20(4), 810-830.
  • SAVOLAINEN, T. (2000): “Leadership strategies for gaining business excellence through total quality management: a Finnish case study”, Total Quality Management, 11(2), 211-226.
  • SIDDIQUI, J. y RAHMAN Z. (2007): “TQM principles’ application on information systems for empirical goals: A study of Indian organizations”, The TQM Magazine, 19(1), 76-87.
  • SINGH, J. y SINGH, H. (2015): “Continuous improvement philosophy–literature review and directions”, Benchmarking: An International Journal, 22(1), 75-119.
  • SINGHAL, S., MCGREAL, S. y BERRY, J. (2013): “An evaluative model for city competitiveness: Application to UK cities”, Land Use Policy, 30, 214-222.
  • STRINGHAM, S.H. (2004): “Does quality management work in the public sector?”, Public Administration and Management: an Interactive Journal, 9(3), 182-211.
  • SUÁREZ-BARRAZA, M.F., RAMIS-PUJOL, J. y TORT-MARTORELL LLABRÉS, X. (2009): “Continuous process improvement in Spanish local government: Conclusions and recommendations”, International Journal of Quality and Service Sciences, 1(1), 96-112.
  • SWISS, J.E. (1992): “Adapting total quality management (TQM) to Government”, Public Administration Review, 52(4), 356-362
  • THOMAS, J.C. (2013): “Citizen, customer, partner: rethinking the place of the public in public management”, Public Administration Review, 73, 786-796.
  • TICKLE, M., MANN, R. y ADEBANJO, D. (2016): “Deploying business excellence – success factors for high performance”, International Journal of Quality and Reliability Management, 33(2), 197-230.
  • TOMAŽEVICˇ, N., SELJAK, J. y ARISTOVNIK, A. (2016): “TQM in public administration organisations: an application of data envelopment analysis in the police service”, Total Quality Management and Business Excellence, 27(11-12), 1396-1412.
  • TORRUBIANO, J., FERNÁNDEZ, D., GONZÁLEZ, D. (2011): Guía de modelos de evaluación para la Administración local, Madrid, AEVAL.
  • UNEP – UNITED NATIONS ENVIRONMENT PROGRAM (2013): How can cities decouple economic growth from resource use and its environmental impacts and find a balance between social, environmental and economic goals?, Milán, UNEP.
  • VILLARREAL, O. y LANDETA, J. (2010): “El estudio de casos como metodología de investigación científica en dirección y economía de la empresa. Una aplicación a la internacionalización”, Investigaciones Europeas de Dirección y Economía de la Empresa, 16(3), 31-52.
  • VINZANT, J.C. y VINZANT, D.H. (1996): “Strategic management and total quality management: challenges and choices”, Public Administration Quarterly, 20(2), 201-219.
  • WIS´ NIEWSKA, M. y Y SZCZEPAN´ SKA, K.A. (2014): “Quality management frameworks implementation in Polish local governments”, Total Quality Management and Business Excellence, 25(4), 352-366.
  • YIN, R.K. (2014): Case study research. Design and methods, 5ª ed., California, Sage Publications.
  • ZAFRA-GÓMEZ, J.L., PRIOR, D., PLATA-DÍAZ, A.M. y LÓPEZ, A.M. (2013): “Reducing costs in times of crisis: Delivery forms in small and medium sized local governments’ waste management services”, Public Administration, 91(1), 51-68.
  • ZÁRRAGA-RODRÍGUEZ, M. y ÁLVAREZ, M.J. (2013): “Exploring the links between information capability and the EFQM business excellence model: the case of Basque Country Quality Award winners”, Total Quality Management and Business Excellence, 24(5), 539-560.
  • ZHOU, L. y WANG, T. (2014): “Social media: a new vehicle for city marketing in China”, Cities, 37, 27-32.